Thesis report on training and development
Middle English - Februarius Permian name - Februarius mensis - Month of Quality Latin - dies februatus - Day of Dengue Old English - Solmonath - mud thesis report on training and literature History of February The old Roman calendar considered the winter season a monthless discernible, and the year consisted of only 10 months. The comprehension of February was added, along with January, around BCE, so that the environment would reflect a standard lunar year of days.
To better understand the approach that should be taken to train and develop managers, it is important to differentiate between the terms. Training is typically a structured seminar, course, or online instruction that occurs over a finite period of time to teach a specific skill, skill set, or competency.
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Training may occur in a classroom or on-the-job, offsite or onsite, or virtually. Development refers to a broader approach to helping employees grow professionally.
Training is often one means of development. Job rotations, coach- ing, formal and informal mentoring are all types of development.
The decision about whether to train an employee or encourage the employee to participate in some other type of developmen- tal activity should be based upon the desired outcome and need of the employee. For example, for a manager who needs to learn about how to use a specific software program, a single training course may prove most beneficial.
However, a new manager who has significant experience in leadership roles, but has yet to work in transit, may benefit from a developmental job rotation as well as a mentorship relationship with a seasoned transit manager. Examples of general and transit- specific skills for transit managers are included in Figure 3, located in Appendix A.
One of the greatest challenges transit systems are facing in training and development is lack of funding. Traditionally training dollars are the first to be cut when organizations face budget restrictions. Transit agencies facing training budget restrictions tend to prioritize technical skills training see Figure 4 in Appendix A for a list of safety and security curricula topics over lead- ership training and often will cut leadership and personal effectiveness training completely if the cost of that training is perceived as excessive or as negatively impacting funding for and development on operational and technical skills.
The concern with reducing or cutting leadership training, in terms of management and super- visory development, is that the impact of restricting leadership and personal effectiveness train- ing for managers has a snowball effect; not only do managers start feeling undervalued but they convey that same sense to their subordinates. In other words, managers begin to believe their personal growth means little to their organization since the organization will not invest in it.
These managers then lack the skills and resources to develop their subordinates appropriately. Thus, failure to adequately train and further develop managers can lead to poor morale, reduced organizational commitment, low job satisfaction and ultimately result in retention issues.
In essence, the costs of not training and developing managers can significantly outweigh the sav- ings of cutting training and development initiatives. In recognition of the challenges many transit systems face, especially small systems that have limited resources, this section outlines strategic training and development recommendations that can be applied by agencies with limited resources. As highlighted in the following recom- mendations, many transit systems have begun to leverage the programs provided by state and C H A P T E R 3 Training and Development Recommendations Training and Development Recommendations 35 local agencies as well as resources provided by transit and transportation associations to obtain low or no cost https://essay-edupro.icu/v8/i78.php and development guidance.
Identify the opportunities that fit the knowledge and skills needed to do the work, and consider sending staff to participate in these training opportunities.
The Role of Human Resources Management on Enhancing the Teaching Skills of Faculty Members: thesis report on training and development
How to Implement this Recommendation Contact the organizations below for more information about the training go here development opportunities they offer transit systems. Some courses are for members only while others are free. A training and certification pro- gram for managers available to members and nonmembers that prepares individuals for the CCTM exam.
Courses are arranged at any location where there is substantial interest.
A 3-day training and certifica- tion program for front-line supervisors that covers the following training topics: effective leadership, employee management, training and record keeping, and safety and risk man- agement. A new CTAA certification program. Uniquely for maintenance man- agers and staff, this thesis report on training and development was designed to give a greater understanding of maintenance activities to those who manage transit fleets and maintain transit vehicles.
A 3-day train-the-trainer workshop to certify train- ers who can then train drivers, or read article 2-day driver training direct delivery program. Annual conference offers intensive training sessions on the above and other transit topics including safety, security and emergency preparedness.
Training and Development: Introduction and Overview
Courses are for public transit supervi- sors, mid-level managers, and senior managers. NTI also offers an extensive and development of training programs in the arena of Workplace Safety and Security. Classes offered via teleconference. Future on-line training is in the works. Capital Transit sends management to this program.
Virginia Regional Transit strongly suggests all supervisors earn this certification and Souris Basin has sent supervisors to this program. Capital Transit has shared a course with other transit agencies in Alaska.
Cache Valley Transit District participated in grants management and procurement training. Coast Transit participated in courses in regulatory compliance, finance, and project management.
Alternative Approach 2: Agencies could consider hosting training programs in their communi- ties, which may allow them a number of free seats for the training program. Alternative Approach 4: Partner with other transit agencies to spread training costs, facilitate discussion of transit issues outside of one specific system, and encourage networking. Partnering with external training providers leads to more effi- cient and effective training programs Special Report Identify national and state transit association training offerings that the transit system feels are appropriate for enhancing the development of its managers.
Evaluate and utilize, as appropriate, in-state managerial training opportunities provided through the state DOT and the state transit association. For example, RTAP provides funding for com- munity and rural transit systems that allows them to participate in training opportunities. RTAP provides transit systems serv- ing populations under 50, with training materials, technical assistance, reports, best prac- tices, scholarships and more in order to help small urban, rural, and tribal transit systems thrive.
Peers have experience in a range of technical areas and many have professional backgrounds as transit providers. Their budget for training and development is based on this funding. The system applies for RTAP scholarships through the Washington State Department of Transportation that thesis report on training and development to defray the costs of travel to approved training and conferences. Capital Transit believes that RTAP funds play a significant role in helping to provide training the system needs.
The Alaska Department of Transportation distributes the see more for in-house, in-state, or out-of-state transit training and development opportunities.
PDF, Training and development is indispensable strategic tool for enhancing employee performance and organizations keep increasing training budget on yearly basis with believe that it will earn them competitive edge. The main objective of this study is to.
The system uses much of its funds for courses provided by the University of Alaska, Juneau. The system also includes other transit agencies in Alaska such as Fairbanks North Star Bor- ough Bus System in training classes it schedules. The system uses RTAP funding to reimburse offsite transit training and travel to those training opportunities.
Training and Development Recommendations 39 continued on next page Table 3. The system does not need to worry about having funds for transit training because of RTAP support. Alternative Approaches to Practice Alternative Approach 1: If a thesis report on training and development system is not eligible for RTAP funds to support its mana- gerial training efforts, it may have other sources of training support available to it.
For example, some human service agencies provide free training opportunities and subsidize attendance at specific human service related training events. Alternative Approach 2: FTA offers in person and online training workshops and NTI often will provide free onsite training in safety- and security-related topic areas.
There also may be schol- arships available, independent of RTAP, through national and state transit associations that can be used for training attendance. Identify the mechanism within your state that manages the RTAP and determine whether your thesis report on training and development system is eligible to receive funding from this program.
Identify, procure, and utilize national RTAP training modules that are appropriate tools to assist in developing the knowledge, skills, and abilities of transit managers and supervisors. If eligible, request RTAP reimbursement for attendance at national and state transit associa- tion meetings and individual specialized training workshops.
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